Effective ICT use for Digital Innovation: An Actualized Affordance Perspective through ICT enabled Design Thinking

This paper describes the method of project risk analysis based on design thinking and explores the possibility of its application for industrial investment projects. Traditional and suggested approaches to project risk management have been compared. Several risk analysis artifacts have been added to the standard list of artifacts. An iterative procedure for the formation of risk analysis artifacts has been developed, with the purpose of integrating the risk management process into strategic and prompt decision-making during project management. A list of tools at each stage of design thinking for risk management within the framework of real investment projects has been proposed. The suggested technology helps to determine project objectives and content and adapt them in regards to possible; as well as to implement measures aimed at reducing these risks, to increase productivity of the existing risk assessment and risk management tools, to organize effective cooperation between project team members, and to promote accumulation of knowledge about the project during its development and implementation.The authors declare no conflict of interest.

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Keynote

Conference Proceedings of the Academy for Design Innovation Management ◽

10.33114/adim.2017.225 ◽

2019 ◽

Vol 1 (1) ◽

Author(s):

Jeanne LIEDTKA

Keyword(s):

Organizational Performance ◽

Design Thinking ◽

Social Systems ◽

Field Research ◽

Higher Order ◽

Lens Design ◽

Social Sector ◽

Extensive Field ◽

Innovative Solutions ◽

The Impact

The value delivered by design thinking is almost always seen to be improvements in the creativity and usefulness of the solutions produced. This paper takes a broader view of the potential power of design thinking, highlighting its role as a social technology for enhancing the productivity of conversations for change across difference. Examined through this lens, design thinking can be observed to aid diverse sets of stakeholders’ abilities to work together to both produce higher order, more innovative solutions and to implement them more successfully. In this way, it acts as a facilitator of the processes of collectives, by enhancing their ability to learn, align and change together. This paper draws on both the author’s extensive field research on the use of design thinking in social sector organizations, as well as on the literature of complex social systems, to discuss implications for both practitioners and scholars interested in assessing the impact of design thinking on organizational performance.

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Development of JIT patient-specific implants

Conference Proceedings of the Academy for Design Innovation Management ◽

10.33114/adim.2019.c22.157 ◽

2019 ◽

Vol 2 (1) ◽

Author(s):

Leanne SOBEL ◽

Katrina SKELLERN ◽

Kat PEREIRA

Keyword(s):

Design Thinking ◽

Technology Development ◽

Complex Problem ◽

Project Team ◽

Healthcare Sector ◽

Strategy Development ◽

Patient Specific ◽

Critical System ◽

Patient Specific Implants ◽

Human Centred Design

Design thinking and human-centred design is often discussed and utilised by teams and organisations seeking to develop more optimal, effective or innovative solutions for better customer outcomes. In the healthcare sector the opportunity presented by the practice of human-centred design and design thinking in the pursuit of better patient outcomes is a natural alignment. However, healthcare challenges often involve complex problem sets, many stakeholders, large systems and actors that resist change. High-levels of investment and risk aversion results in the status quo of traditional technology-led processes and analytical decision-making dominating product and strategy development. In this case study we present the opportunities, challenges and benefits that including a design-led approach in developing complex healthcare technology can bring. Drawing on interviews with participants and reflections from the project team, we explore and articulate the key learning from using a design-led approach. In particular we discuss how design-led practices that place patients at the heart of technology development facilitated the project team in aligning key stakeholders, unearthing critical system considerations, and identifying product and sector-wide opportunities.

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Designing a business unit and creating the first ever responsive kitchen

Conference Proceedings of the Academy for Design Innovation Management ◽

10.33114/adim.2019.c20.129 ◽

2019 ◽

Vol 2 (1) ◽

Author(s):

Paolo FESTA ◽

Tommaso CORA ◽

Lucilla FAZIO

Keyword(s):

Value Creation ◽

Product Innovation ◽

Research Laboratory ◽

Direct Relationship ◽

Multidisciplinary Approach ◽

Design Thinking ◽

Business Unit ◽

Qualitative And Quantitative Analysis ◽

Qualitative And Quantitative ◽

The Relationship

Is it possible to transform stone into a technological and innovative device? The meeting with one of the main stone transformers in Europe produced the intention of a disruptive operation that could affect the strategy of the whole company. A contagious singularity. By intertwining LEAN methodologies and the human-centric approach of design thinking, we mapped the value creation in the company activating a dialogue with the workers and the management, listening to people, asking for ambitions, discovering problems and the potential of production. This qualitative and quantitative analysis conducted with a multidisciplinary approach by designers, architects and marketing strategists allowed us to define a new method. We used it to design a platform that could let all the players express their potential to the maximum. This is how the group's research laboratory was born, with the aim of promoting the relationship between humans and stone through product innovation. With this goal, we coordinated the new team, developing technologies that would allow creating a more direct relationship between man and surface, making the stone reactive. The result was the first responsive kitchen ever.

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The adaptation of design thinking in auditing

Conference Proceedings of the Academy for Design Innovation Management ◽

10.33114/adim.2019.03.362 ◽

2019 ◽

Vol 2 (1) ◽

Author(s):

Linda MEIJER-WASSENAAR ◽

Diny VAN EST

Keyword(s):

The Netherlands ◽

Design Thinking ◽

Public Organizations ◽

Design Framework ◽

The Right ◽

The Way

How can a supreme audit institution (SAI) use design thinking in auditing? SAIs audit the way taxpayers’ money is collected and spent. Adding design thinking to their activities is not to be taken lightly. SAIs independently check whether public organizations have done the right things in the right way, but the organizations might not be willing to act upon a SAI’s recommendations. Can you imagine the role of design in audits? In this paper we share our experiences of some design approaches in the work of one SAI: the Netherlands Court of Audit (NCA). Design thinking needs to be adapted (Dorst, 2015a) before it can be used by SAIs such as the NCA in order to reflect their independent, autonomous status. To dive deeper into design thinking, Buchanan’s design framework (2015) and different ways of reasoning (Dorst, 2015b) are used to explore how design thinking can be adapted for audits.

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